Knowledge sharing in teams: a psychological analysis of influential factors

Abstract

This thesis focuses on teams within organisations. Teamwork is becoming a core part of organisational functioning and is a key way to achieve efficiency and effectiveness. Organisations within the current knowledge-driven economy frequently use teams as a way of combining knowledge resources to enhance their intellectual capital as a main source of competitive advantage. The literature review identifies a number of personal, situational and process variables that influence team functioning and performance. However, there is currently a lack of research on the antecedents of voluntary knowledge sharing. Hence the empirical research within this thesis assesses the significance of certain variables as potential antecedents of knowledge sharing within teams. The research was conducted on project teams within New Zealand Government departments, and consisted of a survey that included questions pertaining to team statistics, members knowledge sharing, perceptions of decision making processes, levels of self-esteem and satisfaction with the team. Analysis of results found procedural justice, self-esteem and team size to have significant relationships with knowledge sharing. A discussion focusing on these antecedents and how they can be enhanced within teams is provided. Overall, it can be concluded that it is possible for organisations to provide conditions and processes that will enhance knowledge sharing within teams. Additionally, this research provides empirical support for techniques that can foster organisational growth and enhancement within the knowledge economy.